THE PSYCHOLOGY OF HIGH PERFORMANCE TEAMS
1
The Psychology of High Performing Teams A high performing team has one ingredient, no matter what. And this is momentum. A feeling of energy, focus, and determination, all channelled towards a specific and agreed outcome. There’s feelings of anticipation, optimism, and possibility. People support and champion each other. There is high trust, because results are on the board. There’s an expectation that things will not only maintain, but improve. Injection of new possibilities, innovations and ideas occur consistently, and are welcomed. People want to improve, and to find ways to help the business succeed. There is little talk of ‘what’s in it for me’, and a lot of focus on what works. People deliver results. There is focus on the process, to get things done. But the process is respected only if it produces the results. Process for the sake of process is not encouraged, expected or rewarded. Busy-ness is not the point. Outcomes are what it’s all about. I’ve mapped out a flow chart showing the attributes of a low functioning and a high functioning team, as a way of contrast. These flow charts are representative of how I assess the businesses I’m hired to assist.
2
The Stages Towards High Functioning and Focused Teams (this can take 6 months to achieve)…
START
Low interest in the mission Expectation of lack of consistency by the leader Leader drives everything Deadlines missed Results not the focus – busy-ness seems to matter Focus on tasks, and ‘jobs’ and what has to be done Excuses, blame, lack of accountability
3
NEXT
Early adopters follow conversations on the mission First fast followers take the concept of mission on board Sporadic support Deadlines talked about Results talked about – busy-ness defended People who don’t like accountability complain, or quit Excuses, blame and finger pointing (can get worse before it gets better, people don’t like change)
GETTING GOING…
ESTABLISHED
The majority follow the conversations on mission
Passionate support for what we do and why we do it
Early adopters initiate the conversations & there’s consistent support for it
The whole team contributes with enthusiasm
Mission based conversations increase Deadlines now the focus and individuals are held accountable to them The people who remain, feel sneakily proud that they want to succeed Less excuses, more questions, more curiosity about how to succeed
The place is a forum of ideas and innovations The focus is on the mission and how to achieve it Deadlines are achieved Results are achieved A sense of team pride Excuses are called out, curiosity, brainstorming – that lead to actions, not more talk
The Steps to a Low Functioning and Unfocused Teams (this can take 2 weeks to achieve)…
START
NEXT
WINDING DOWN…
Passionate support for what we do and why we do it The whole team contributes with enthusiasm The place is a forum of ideas and innovations The focus is on the mission and how to achieve it Deadlines are achieved Results are achieved A sense of team pride Excuses are called out, curiosity, brainstorming – that lead to actions, not more talk
Leader doesn’t lead the discussion on mission Leader doesn’t generate ideas and only responds and reacts to others Leader allows excuses
LOST
Low interest in the mission The majority retract and focus only on tasks Trust wanes Certainty drops and confusion rises
Followers pause and hesitate
Decisions get questioned and not actioned
A feeling of uncertainty comes into decision making
Momentum begins to disappear
Momentum slows
Expectation of lack of consistency by the leader Leader drives everything Deadlines missed Results not the focus – busy-ness seems to matter Focus on tasks, and ‘jobs’ and what has to be done Excuses, blame, lack of accountability
First Fast Followers First fast followers are absolutely vital to success for leaders. A leader may call the play. The first fast followers are the people who respond to it immediately, and with gusto, and set the example to everyone else that this is real and happening. Without first fast followers, the leader will not get the momentum needed for results.
4
THE COACHING INSTITUTE Suite 40, 37-39 Albert Road, Melbourne, VIC 3004, Australia. Phone: +61 3 9645 9945 Fax: +61 3 9645 7002 Email: wow@thecoachinginstitute.com.au Website: www.thecoachinginstitute.com.au
SHARON PEARSON Disruptive Leadership Module 4 | The Psychology of High Performance Teams Edition 1 | Version 2 | December 16 Published by The Coaching Institute Copyright 2016 Š The Coaching Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher. In some instances, people or companies portrayed in this book are illustrative examples based on the author’s experiences, but they are not intended to represent a particular person or organisation.
NOTE TO READERS All products and services by our company are for educational and informational purposes only. Use caution and seek the advice of qualified professionals. Check with your accountant, lawyer, professional advisor, before acting on this or any information. The publisher and author and marketing agents assume no responsibility or liability whatsoever on the behalf of any purchaser or reader of these materials.
Video content available at www.disruptiveleading.com/book/the-journey/ Video content may not be available indefinitely.
Designed by The Coaching Institute Printed in Australia by The Coaching Institute
5
6